Documente Academic
Documente Profesional
Documente Cultură
Vol.4 2014
56
57
58
INTERNAL
ENVIRONMENT
RESTRUCTURING
A. ORGANIZATION
EXTERNAL
ENVIRONMENT
B. CULTURE/VALUES,
A. CUSTOMERS
RESULTS
NORMS, BELIEFS
B. SUPPLIERS
1. VALUE CREATION
2. CUSTOMER SATISFACTION
3. EMPLOYEES SATISFACTION
C. COMPETITORS
D. GOVERNMENT & LAW
Name of banks
TABLE 1
STATUS OF TOP MANAGEMENT STAFF OF BANKS
STATUS
Manager
Senior
Assistant
General
Executive
Manager
General
Manager
Director
Manager
Total
Where:
X
X2
Y
Y2
XY
=
=
=
=
=
=
=
=
(0 i
Where:
O
E
=
=
=
ei
ei
)2
TEST OF HYPOTHESES
Hypothesis one
This states that there is no significant difference in banks evaluations of environmental factors that
influence restructuring across the selected banks. Hypothesis one was used to test for objective 2, which is to
ascertain banks evaluation of environmental factors that influence restructuring. It was revealed that the
calculated F-value 1.02 is less than a table value 3.58 at a 5% level of significance, which indicates that banks
respond to environmental factors in a similar manner. This finding is consistent with the report of Cole (1997
and 2005). Hence, the null hypothesis that there is no significant difference in banks evaluations of identified
environmental factors that influence restructuring across the selected banks is accepted.
Hypothesis two
This states that there is no significant relationship between environmental factors and banking sector
restructuring. Hypothesis two was used to test objective 3, which is to evaluate the relationship between
environmental factors and banking sector restructuring. The result revealed that a calculated 2 value of 155.51
is greater than a table value of 31.14 at a 5% level of significance, thus indicating that a significant relationship
exists between environmental factors and restructuring in banks. This corroborates the findings of Stoner et
60
61
Total
N-l
= B
SST
TABLE 4b
ANOVA TABLE
Source of variation
Df
SS
MS
F-ratio
F-tab
Treatment
(between 5
15.6961
3.13922
1.02
F5, 96, 0.05 = 3.58
banks)
Error (within banks)
96
295.8823
3.0821
Total
101 311.5784
From the above analysis, it was revealed that the calculated f (1.02) is less than the table value (3.58) at a 5%
level of significance, thus implying that banks evaluations of environmental factors on restructuring across the
selected banks are the same. This may be because the selected banks all operate in the same environment and are,
therefore, likely to respond in a similar manner, as the environment dictates. This finding is consistent with the
report of Cole (1997 and 2005). Hence, the null hypothesis that there is no significant difference in banks
evaluation of identified environmental factors that influence restructuring across the selected banks is accepted.
Evaluation of the relationship between environmental factors and restructuring of banks
Objective 2 is to evaluate the relationship between environmental factors and banking sector restructuring.
A chi-squared test was used to evaluate the relationship, and the results of the test are as indicated below:
62
(0 i ei )2
ei
= 155 .51
The above results revealed that the calculated 2 value of 155.51 is greater than a table value of 31.14 at a 5%
level of significance, thus suggesting that a significant relationship exists between environmental factors and
banking sector restructuring. Hence, it is suggested that banks proactively embark on consistent environmental
scanning and then restructure in accordance with the dictates of the environment. This result corroborates the
findings of Stoner et al.,(2007). Therefore, the null hypothesis that there is no significant relationship between
environmental factors and banking sector restructuring is rejected.
Effects of Restructuring of Banks on Human Resources
Objective 3 is to determine the effects of restructuring of banks on human resources. A chi-squared test was
used to determine the effects, and the results of the test are as indicated below:
TABLE 6
EFFECTS OF RESTRUCTURING OF BANKS ON HUMAN RESOURCES
Variables
SD
D
I
A
SA
Total
Workers are apprehensive 18
10
2
80
60
170
of restructuring
Management has shown
5
5
5
65
100
180
great concern for how the
exercise
affected
the
motivation of the workers
Without
good 10
8
2
40
121
181
relationships
demonstrated
through
greater sacrifice by the
top, restructuring will fail
to be result-orientated
Through the support of
3
6
4
20
116
149
the workforce in the bank,
restructuring
produced
desired results for all
36
29
13
205
397
680
Total
The result from the above analysis indicates that the calculated chi square value of 117.8623 is greater than
a table value of 30.1 at 2% significance level. This is consistent with theoretical expectations that all manners of
restructuring, in whatever guise they may be presented, usually lead to rightsizing, downsizing, retrenchment
redundancies and/or job losses and eventually have devastating effects on bank employees. This assertion is
supported by Woherem (2000) and Stoner et al., (2007). Hence, the null hypothesis that there is no significant
effect on human resources as a result of restructuring in banks is rejected
63
64
Capital Base
(N Billion)
Constituent Bank(s)
28.5
65